Sustainable business operations

man in the tree
METRO fulfils its customers’ needs while utilising sustainable business processes. From transporting and storing goods to refrigerating fresh produce or maintaining our stores and offices – whatever we do, we do it sustainably. We invest in energy efficiency, conserve resources and avoid waste. This enables us to help protect the climate and the environment, reduce our running costs, fulfil legal requirements and anticipate new environmental regulations.

Climate protection and energy efficiency

METRO wants to drastically reduce its climate-relevant emissions. Our aim is to bring about a 50 per cent reduction in specific emissions of greenhouse gases per square metre of selling space by 2030. The level of emissions in 2011 forms the baseline. At all stores belonging to the new METRO, we invest in energy efficiency, use energy sparingly, and increase our employees’ energy awareness. This commitment pays off. In 2016, for example, METRO opened a green wholesale store in Dongguan, China. Modernisation made it possible to halve the store’s energy consumption. METRO GROUPs carbon footprint (*You are redirected to a third-party page which is not operated by METRO Wholesale & Food Specialist AG)

Managing resources responsibly

METRO conserves natural resources, for example in its use of refrigerants and paper, its facilities management, and the running of its logistics fleet. The METRO environmental guidelines form the basis for our actions. Our resource management also includes packaging. By 2018, we will have taken a critical look at how 10,000 own-brand products are packaged. Our aim is to reduce the environmental footprint of our packaging throughout its entire life cycle. It is also important to us that products and packaging materials are disposed of in an environmentally friendly fashion. At the end of their useful lives, we look at how raw materials can be reclaimed or disposed of with the minimum environmental impact.

Avoiding food waste

METRO constantly strives to reduce food waste. We want to reduce food waste in our own operations by 50 per cent by 2025. We have committed to achieving this in a resolution of the Consumer Goods Forum.

Impact Assessment on Food Service Distribution

To ensure a successful and sustainable business, our company needs to generate financial but also social and environmental value. Every business impacts and depends on natural and social capital and will experience risks and opportunities associated with these relationships. Changes in our operations resulting from the significant growth of Food Service Distribution (FSD) business imply the creation of potential new impacts on the society and environment. Therefore, METRO Cash & Carry sought to answer the following question: “What is the difference in terms of impact (on natural and social capital) deriving from 1,000 € sales growth in FSD compared to 1,000 € additional sales in Cash & Carry store?” By assessing our different business models (Cash & Carry and FSD depot) according to the “Natural Capital Protocol and Social Capital Protocol”, we are now able to monetize our environmental and social impacts. The pilot project demonstrates a benefit of 68 € per 1,000 € sales through the FSD depot model compared to the stationary Cash & Carry model.

Compliance Programme

The way METRO operates is based on a large number of legal provisions and self-imposed standards of conduct. In 2007, we passed a group-wide Compliance Programme to ensure compliance with these rules in our day-to-day business practice.

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* Please note that the documents on this page relate to the 'old' METRO GROUP, i.e. the METRO GROUP prior to the Demerger, including, inter alia, METRO Cash & Carry, Real, MediaMarkt and Saturn. Note that financial information, including, in particular, the historical financial, operative information and segment reporting do not necessarily fully reflect changes that occurred or will occur since the 'new' METRO GROUP (after demerger) operates as a separate company. Accordingly, such information is not indicative for any consolidated results of operations, financial position or cash flows of the 'new' METRO GROUP on a stand-alone basis. Given the aforementioned uncertainties, (prospective) investors are cautioned not to place undue reliance on any of this information.'